Jayne Ingham Email & Phone Number

This vital role provides dedicated Business Management expertise to assist the Chief Digital Architect for BT Group, and their wider leadership team. I act as a trusted advisor enabling the success of Architecture as a business function. I deliver advice and counsel, create and maintain effective cross-functional working and assume responsibility for Managing Director governance, strategic alignment and smooth day to day running.Architecture at the forefront of BT's digital business transformation journey, and this role is pivotal in driving the strategic vision and execution of digital initiatives.I am accountable for providing an effective framework for the day-to-day management of the business unit, continuously seeking out opportunities to add value, improve ways of working and drive improvements. I have to exercise a high level of sound and independent judgement, problem-solving ability combined with exceptional organisational and communication skills. This is a highly influential role in what can be a challenging environment. I am resilient and adept at extracting insights and translating these into balanced and actionable intelligence for the Chief Digital Architect and their leadership team.I am a key part of BT Digital’s Architecture & Core Engineering function, comprising circa 800 individuals covering pan-BT enterprise, data & solution architecture as well as CIO for cloud, DevOps platforms, data fabric & integration.This role requires me to be highly capable in stakeholder management, motivated, energised and a flexible manager with a breadth of business and people understanding.

This critical role was to support the Data Acceleration programme, one of the most radical and influential transformations for BT with data at the heart. I was responsible for establishing a data driven culture, enabling colleagues to adopt a data-driven mindset. I supported our Consumer (EE) business unit in all aspects of change management and their vision of becoming the most 'Personal' TelCo brand. To achieve this objective I:• Conducted change impact assessments and training needs analysis to be insight led• Effectively engaged and managed stakeholders using human-centered design principles • Inspired, involved and informed colleagues throughout the transformation• Drove the skills and capability agenda, supporting logistics for training and future fit certifications• Identified, consolidated, designed, delivered and effectively communicated the best solution for stakeholders • Applied my extensive understanding of project planning and stakeholder engagement• Designed and delivered the best solution for our customers• Applied a structured and analytical approach to problem solving whilst managing complexity and ambiguity • Applied different change methodologies

Manchester, England, United Kingdom

This role was key to the successful transformation of Group Business Services (GBS) and an integral part of BT's ability to deliver its corporate promises. I led the employee engagement within GBS and established a global community by which the organisation can deliver a shift in mindset and effectively transform. To achieve this objective I used:• Significant Collaborations skills and ability to work in a matrix environment • Consult and engage by being confident and credible to earn the respect of senior leaders, peers and the wider business in order to advise on best practice in engagement • Excellent facilitation skills to position messaging • Coaching skills to upskill the change community on engagement style and delivery • Strategy planning • Co-ordination of a global team • Creativity in communication and awareness of current trends in digital and social media• Development and production of high quality, compelling materials including editing, proof-reading, layout and design• Exemplary verbal communications – presenting, leading meetings, workshops etc• Ability to cope successfully with ambiguity and changing priorities• Project management with excellent organisational and planning skills and the ability to multi-task• Measurement of success by use of proven change communications measurement techniques• Training, development and mentoring of the change community to upskill and motivate them for further career development

Stockport, United Kingdom

I provided high level Executive support to 3 senior Directors and their management teams covering nearly 4,000 employees. In my role I added value and increase productivity by ensuring that my directors time is maximised and spent effectively, ensuring meetings begin on time with relevant material agreed and delivered in advance, filter distractions from peers, colleagues and team members, manage MS Outlook diaries and inboxes giving breaks and ‘thinking’ time, plus giving guidance and advice to peers, colleagues and team members helping to keeping projects on track.My confident and credible approach has enabled me in a short space of time to earn the respect of senior leaders, peers and the wider business in order to gain valuable feedback and advise on best practice in engagement. I also created a communications plan for a project that will take 5 years to implement, held weekly support meetings with management covering nearly 300 employees exiting the company, whilst still supporting one senior Director, plus training and mentoring the Personal Assistants of other Directors.

Manchester, England, United Kingdom

I provided C-suite level Business Manager support to the Director of Sales and Marketing plus his senior management team in a fast-paced FTSE 250. During this time the company went through a huge transformation across all areas of the business including employee resourcing and relocating the Head Office from 3 sites to one state of the art flexible working space. I arranged fortnightly strategy meetings, prepared and submitted board level documents and prepared weekly communications which were cascaded to the internal and external sales force of over 400 people. I supported and advised on all aspects of change management across systems, locations, people and processes as we transformed and automated to assist the aim of being the market leader. This was a highly pressurised, time critical period as the company was under pressure to provide reassurance and financial return to the board and shareholders. Due to my approachable manner and excellent people skills I was the conduit between the employees and senior management collating and analysing data and gathering feedback to implement new systems, policies and procedures. I worked with no direct supervision and balanced a very diverse and pressurised workload to extremely short deadlines. I provided Sales Support to the 400 strong internal and external salespeople, being a point of contact for the challenges, questions and queries they had within their positions. My role was to problem solve and improve processes across the business to increase efficiency and productivity. I was part of a team of 5 that arranged three sales conferences, accommodation, entertainment and transport for over 400 employees and 50 suppliers, spanning one day to a whole week. I arranged all hotels and travel for the entire sales force, suppliers, senior management and Directors ensuring everyone was in the right place at the right time whilst managing tight budget control.

St Peter'S Church, Hale, Altrincham, Cheshire Uk

The journey to change history started in 2010 with a query from a female Priest about her employment contract. As Libby’s experience was solely within the Priesthood I brought in my 11 years of HR experience and discovered that male and female Priests were on different employment contracts. This started our 4 year journey to change history for equal rights for women Priests. Together we reviewed all the contracts for women Priests and put together a White Paper; I gave the HR, legal and case study input and Libby gave the liturgical input. In less than a year a new role was created for Libby as Dean of Women as it was clear to the Church we were going to keep challenging the unfair laws and correct the balance. And so it became our mission to irradicate inequalities in pay, terms and conditions and eventually career opportunities for women within The Church of England. After many White Papers being rejected in 2013 Libby was elected with 7 other senior female Priests as observers of the House of Bishops, they were allowed to attend and speak but not vote; again, this inequality only spurred us on.In July 2014 after another year of White Papers being rejected and rewritten, we gained the full support of all female Priests and some, male Bishops. On 17th December 2014 we changed history as Libby would be the first female Bishop within The Church of England. Since this momentous day the Church has 25 female Bishops out of 115 Bishops, but we fought to open the door and moved faith forward to equality.I was privy to highly confidential information and worked with high ranking members of the Church of England and the Government as the change in law had to be approved by the Queen and Parliament. I managed all local press, TV, communication and organisation before and during the announcement till consecration on 25th January 2015. It was a very challenging, busy and rewarding period of my career, and I am honoured to have been a part of changing history.

Warrington, England, United Kingdom

I carried out extensive corporate research on various large profile companies within the North West to gain full company background, directors' information, CSR policy, current charity partnerships etc to produce concise reports for the Community Corporate Manager. This enabled the Community Corporate Manager to gain appointments with the various decision makers at these companies to see if they could support Macmillan via corporate sponsorship agreements lasting 1 year or more. On average the research I produced resulted in an appointment to contract ratio of 1 in 2 (previously 1 in 10), which I was highly commended on and the process I introduced was adopted across all Macmillan branches. I was also asked on occasion to count donations ranging from small sums through to £1,000s of pounds and process the Gift Aid claims and returns to HMRC.

I provided a range of administrative support to the Merseyside and North Wales Regional Committee, supporting 1,700 qualified mechanical engineers. I liaised with the Regional Manager on all aspects of committee business and organised regular committee meetings, an annual dinner for 300 guests and a Chairman's dinner for 50 guests. I organised and issued 2 Programme of events cards each year with 25 events, mailshot members, co-ordinate events and kept the interactive Near You website up to date.

Stockport, England, United Kingdom

I was brought into to the Training Department in 2005 to implement SAP Training and Event Module and to improve efficiency. My responsibilities were to ensure that the implementation happened as smoothly as possible, on time, within budget and with 99% accuracy. I achieved this by using my excellent time and project management skills whilst co-ordinating all training courses and accommodation for delegates. The changes I implemented enabled myself and the team to achieve an Appraisal Rating of 1 (Outstanding; which is rarely given) and my Manager to win a national Global Leadership award.

In 1999 I was promoted to Human Resources Business Partner with responsibility for 250 customer facing employees. I led a project team to ascertain the issues that our national Field Salespeople had with their compensation package in order to drastically change the way our Field Salespeople were paid to maintain quality recruitment, our compeitive edge in the market place and retain our title as one of the Top 100 Companies to work for. This involved extensive research, meetings, focus groups, forecasting, simulation, and financial approval and took 8 months to implement. I supported Line Managers in all employee relation issues, from recruitment, retention, performance improvement, disciplinary and dismissals to employment tribunals. I produced monthly financial reports including analysis on headcount, budget and expenditure and prepared forecasts and budgets for recruitment purposes.

Upon returning to work from Maternity Leave in 2003 I took responsibility for all Human Resources project work. Within this interesting role I completed a departmental process review to improve efficiency and procedures, releasing more time for the Human Resources Business Partners. I provided recommendations on salary bandings and pay rises for GB and Ireland and forecasting for headcount and departmental budgets. Using my Excel and data analysis skills I implemented an integration questionnaire for all new starters so that areas for improvement can easily be identified.

I was a member of an international team of 20 people that took 6 months to design, build and maintain the installation of a new Oracle database throughout Hilti. This end to end ananlysis covered all aspect of the employee journey, from recruitment to pay and benefits, and became the blueprint for a worldwide implementation within Hilti.Between 1996 and 1999 I was Recruitment Coordinator where I controlled and co-ordinated all employee recruitment up to Director level. I dealt with on average 125 vacancies per year and was responsible for an annual budget of £150,000. I negotiated with recruitment agencies, newspapers and marketing companies to obtain the most favourable rates and high levels of service. I screened all application forms and conducted interviews, including developing and running assessment centres. I ensured that all administration relating to the interview, recruitment and offer of staff, including reference checking was correctly and efficiently completed within targeted deadlines.Personal Assistant to the Director of Human ResourcesMy position was to be the first point of contact for the HR Department, liaise and improve links with other departments. I provided confidential secretarial and administrative support to the Director of HR. I managed her diary, travel arrangements and accommodation, dealt with all correspondence, attended and prepared documents for all Directors' meetings, took minutes and produced reports. I was solely responsible for the planning, costing and organising of the recruitment of European Work Experience Students and potential International Managers. I organised and monitored relocation of senior management and their families to ensure we remained within budget with minimum disruption to the business and family concerned. I maintained the personnel files of over 400 employees to ensure that all personal details, job descriptions, bonus scheme were correct, relevant and up to date.

I progressed up various grades to manage my own team of 5 people within an office of 12 employees providing quotations and technical backup on the whole range of financial products. I was the Consultative Council Representation for the Manchester Branch employees and took views on all staff matters to board meetings with Executive Management in London. Through this position I learnt about the internal workings and constraints of an organisation and developed my meeting, presentation and discussion skills.

Associate’S Degree, Core Management

CIPD qualification

Certificate In Personnel Practice

CIPD qualification

Education record